We need uninterrupted flow towards customer value. In reality, there's friction that disrupts the flow. This friction creates three critical gaps. We need to avoid the usual reaction to the gaps, learn how to close the gaps, and, secure alignment and autonomy in order to reach results. Based on this idea, three experiments from a large-scale Lean/Agile transformation are presented.

1. The Art and Action
for Flow
Towards
Results
Lean Kanban Nordic - Stop Starting, Start Finishing
Stockholm, March 12-13, 2013
Erik Schön
@erik_schon
@erik_schon | Art and Action for Flow Towards Results | Lean Kanban Nordic | March 13, 2013 | Page 1 (20) erik.schon@ericsson.com

2. Who am I?
From 300 bps modem to 42 Mbps mobile in 30 years!
Currently developing people, teams and organizations @ Ericsson
@erik_schon | Art and Action for Flow Towards Results | Lean Kanban Nordic | March 13, 2013 | Page 2 (20)

3. Why am I Here?
Complex Environment
Complex Product
Complex Transformation
Sharing an important idea and experiments from
large-scale Lean/Agile transformation @ Ericsson
@erik_schon | Art and Action for Flow Towards Results | Lean Kanban Nordic | March 13, 2013 | Page 3 (20)

4. An Idea …

5. Need: Flow Towards Results
RESULTS
FLOW
ACTIONS PLANS
@erik_schon | Art and Action for Flow Towards Results | Lean Kanban Nordic | March 13, 2013 | Page 5 (20)

6. Reality: Friction Disrupts Flow
FRICTIO
Personal Interests N Chaotic
Different
Environment
Different Agendas External actors
Priorities
Independent
Wills Unpredictable
Events Chance
Independent Limited
Agents Knowledge
Human
Limitation
Different
Interpretations Imperfect Imperfect Lack of data
OW Information Transfer Information
Noise
Misunderstandings
Emotion & Stress Complexity
Friction makes even the simplest tasks difficult
@erik_schon | Art and Action for Flow Towards Results | Lean Kanban Nordic | March 13, 2013 | Page 6 (20)
Stephen Bungay: “The Art of Action” (2011)

7. FRICTION creates 3 critical GAPS
RESULTS
Effects Gap Knowledge Gap
Δ what we expect our actions to achieve Δ what we’d like to know
vs what the actions actually achieve vs what we actually know
FRICTION
ACTIONS PLANS
Alignment Gap
Δ what we’d like people to do
vs what people actually do
Friction prevents us from reaching desired results
@erik_schon | Art and Action for Flow Towards Results | Lean Kanban Nordic | March 13, 2013 | Page 7 (20)
Stephen Bungay: “The Art of Action” (2011)

8. Avoid: Usual Reactions to the GAPS
RESULTS
Effects Gap Knowledge Gap
Δ what we expect our actions to achieve Δ what we’d like to know
vs what the actions actually achieve vs what we actually know
Provide more FRICTION Ask for more
detailed control detailed information
mechanisms
ACTIONS PLANS
Alignment Gap
Δ what we’d like people to do Provide more
vs what people actually do detailed instructions
Command & Control
More delays, less innovation, less motivation
@erik_schon | Art and Action for Flow Towards Results | Lean Kanban Nordic | March 13, 2013 | Page 8 (20)

9. Try: Closing the GAPS
RESULTS
Effects Gap Knowledge Gap
Δ what we expect our actions to achieve Δ what we’d like to know
vs what the actions actually achieve vs what we actually know
Give people/teams FRICTION Focus on clearly
freedom to adjust actions communicating intent
in line with intent = WHAT & WHY
ACTIONS PLANS
Alignment Gap Allow people/teams
Δ what we’d like people to do to define HOW to do it
vs what people actually do and report back
Alignment & Autonomy
Less delays, more innovation, more motivation
@erik_schon | Art and Action for Flow Towards Results | Lean Kanban Nordic | March 13, 2013 | Page 9 (20)

10. Alignment + Autonomy → Results
Alignment Autonomy
Intent / Direction / Wanted Position
What & Why Thoughtful, purposive action
in the right direction
by all people in the organization
to reach the desired results
Alignment
Actions
Autonomy How
The more alignment you have around direction,
the more autonomy you can grant around actions
@erik_schon | Art and Action for Flow Towards Results | Lean Kanban Nordic | March 13, 2013 | Page 10 (20) Stephen Bungay: “The Art of Action” (2011)

11. The Art of Action
From Command & Control to Alignment & Autonomy
RESULTS
Give freedom to adjust Communicate clear intent
HOW in line with intent WHAT & WHY
FLOW
ACTIONS PLANS
Give freedom to decide HOW
@erik_schon | Art and Action for Flow Towards Results | Lean Kanban Nordic | March 13, 2013 | Page 11 (20)
within boundaries

12. Experiments …

13. Experiments:
Experiment:
Leadership, Team evolution &
Connecting
Strategy Execution
Strategy + Execution
RESULTS
Give freedom Communicate
to adjust HOW clear intent
in line with intent WHAT & WHY
ACTIONS PLANS
Give freedom
to decide HOW
within boundaries
Increased motivation, empowerment, engagement
→ better decisions, actions and results!
@erik_schon | Art and Action for Flow Towards Results | Lean Kanban Nordic | March 13, 2013 | Page 13 (20)

14. Experiment #1: Individual Level
Improved Leadership Behaviour
RESULTS
Give freedom to adjust Communicate clear intent
HOW in line with intent WHAT & WHY
Coaching training, FLOW Interactive seminars
coach networks, on alignment & autonomy
Communities of Practices,
…
ACTIONS PLANS
Give freedom to decide HOW
within boundaries
Agile/Lean line manager role: teaching, coaching, challenging
Ericsson Leadership Framework
@erik_schon | Art and Action for Flow Towards Results | Lean Kanban Nordic | March 13, 2013 | Page 14 (20)

15. Experiment #2: Team Level
Cross-component, cross-discipline, co-located development teams
RESULTS
Give freedom to adjust Communicate clear intent
HOW in line with intent WHAT & WHY
Team retrospectives FLOW Continuous evolution
every sprint, of every team
continuous to out-learn competition
improvements
regularly,
…
ACTIONS PLANS
Give freedom to decide HOW
within boundaries
Learning Days, Communities of Practices, Team Development Framework, …
Start with Scrum or Kanban
@erik_schon | Art and Action for Flow Towards Results | Lean Kanban Nordic | March 13, 2013 | Page 15 (20)

16. Experiment #3: Organization Level
Closing the gap between strategy and execution
RESULTS
Give freedom to adjust Communicate clear intent
HOW in line with intent WHAT & WHY
Quarterly strategy FLOW Dialogue around strategy
retrospectives with everyone
with everyone in interactive workshops
ACTIONS PLANS
Give freedom to decide HOW
within boundaries
Quarterly focus area
Should impact the whole organization and be based on strategy & current needs
@erik_schon | Art and Action for Flow Towards Results | Lean Kanban Nordic | March 13, 2013 | Page 16 (20)

17. ExperimentS
Summary and Results
EXPERIMENT Communicate Give freedom Give freedom
clear intent: to decide HOW to adjust HOW
WHAT & WHY within boundaries in line with intent
Individual Improved Interactive seminars on Coaching, Teaching, Coaching training,
Leadership alignment & autonomy Challenging Coach networks,
Behaviour Ericsson Leadership Communities of
Framework Practices, …
Team Cross-component, Continuous evolution of Learning Days, Team retrospectives
cross-discipline, every team to out-learn Communities of every sprint,
co-located teams competition Practices, … continuous
for feature Start with Scrum or improvements
development Kanban regularly, ….…
Organization Closing the gap Dialogue around Quarterly focus area Quarterly strategy
between strategy strategy with everyone Impacts the whole retrospectives
and execution in interactive workshops organization, based with everyone
on strategy and
current need
MOTIVATION = Commitment & Satisfaction
Employee Surveys 2010: 67 → 2012: 73
@erik_schon | Art and Action for Flow Towards Results | Lean Kanban Nordic | March 13, 2013 | Page 17 (20)

18. References

19. Experiences and Research
@erik_schon | Art and Action for Flow Towards Results | Lean Kanban Nordic | March 13, 2013 | Page 19 (20)

20. TRY!
Too many organizations
are trying to control the waves
instead of learning how to surf.
Mary Poppendieck
@erik_schon | Art and Action for Flow Towards Results | Lean Kanban Nordic | March 13, 2013 | Page 20 (20)

21. @erik_schon | Art and Action for Flow Towards Results | Lean Kanban Nordic | March 13, 2013 | Page 21 (20)